近几年来,各地供销社开展农资系列化服务成效显著,但同时也暴露了一些问题,如部分职工对开展农资系列化服务活动认识不足,点面常常脱节,服务与效益关系难以摆正以及管理方法比较落后等。本文拟就这些问题作一初步诊断,以期改正。一、认识问题症状。认为农资系列化服务“可有可无”,“得不偿失”,是“上级的事”。因此,职工大可按照所谓“份内”与“份外”的原则,各自“划地为牢”,“自扫门前雪”。归因。(1)供销社长期来实行全民所有制,企业形成了重经营轻服务的内在机制,而经济责任制的落实,又使这一内在机制得到了进行步的强化。(2)传统的分配 In recent years, local agricultural supply and marketing cooperatives have made remarkable achievements in the serialization of agricultural resources, but at the same time, they have also exposed some problems. For example, some employees are not fully aware of the serialization of agricultural resources services, and the points are often out of touch. The relationship between services and benefits is difficult to correct. And management methods are relatively backward and so on. This article intends to make a preliminary diagnosis of these issues with a view to correcting them. First, understand the symptoms. We believe that the serialization of agricultural resources is “dispensable” and “not worth the candle” is “a matter of superiors.” Therefore, the employees can follow the principles of “intra-partnership” and “out-of-office assignment”, and they can “shelter their positions” and “sweep the door before snow.” Attribution. (1) The supply and marketing cooperatives have implemented ownership by the whole people for a long period of time. Enterprises have formed an internal mechanism that emphasizes the management of light services. The implementation of the economic responsibility system has also strengthened this internal mechanism. (2) Traditional distribution